530: MBA Midterm
Section I: Definitions
1. Efficiency: The ability to complete a task without washing time, materials or energy.
2. Organization: is social arrangement which pursue collective goal controls. Its own
performance and has a boundary separating it from its environment.
3. TQM: is long term approach the customer oriented management method. Its goal is to
satisfy customers needs or exceed their expectation.
4. Baby boomer: the people born between 1946- 1964 make up the largest demographic
segment todays us population.
5. CSR: corporate social responsibility: is about how companies manage the business
process to produce an overall positive impact on society.
6. Core/ Noncore-Core: key business output is goods and services. Noncore:
Supporting is more like HK function, IT= Information technology
7. Effectiveness: Degrees to which objectives are achieved and the extent to which
targeted problems are resolved.
8. Globalization: describes a process by which regional economies, societies, and
cultures have become integrated through a global network of communication,
transportation and trade.
9. Multinational Corporation: Corporation that has production facilities in at least on
foreign country and makes its major management decisions in a global context.
10. Diversity: All forms of individual differences, including culture, gender, age, ability,
religion, personality, social status and sexual orientation.
11. Personality: a relatively stable set of characteristics that influence an individuals
behavior
12. Contingency Theory: depends on certain variables.
13. Job satisfaction: a pleasurable or positive emotional state resulting from the appraisal
of ones job or experience.
14. Scientific management: is an approach to work with emphasized work simplification.
15. Attribution theory: is a theory that explains how individuals pinpoint the causes of
their own behavior and that of others.
16. Mission: a special assignment that is given to a person or group.
17. Mcgregors theory X: a set of assumptions of how to manage individual who are
motivated by lower- order needs.
18. Mcgregors theory Y : a set of assumptions of how to manage individual who are
motivated by higher-order needs.
19. Motivation: the process of arousing and sustaining goal directed behavior.
20. Machiavellianism: a personality characteristic in the cating ones willingness to do
whatever it takes to get ones own way.
21. Learning: a change in behavior acquired through experience
22. Reinforcement: The attempt to develop or strange then desirable behavior by either
bestowing positive consequences or with holding negative consequences.
23. MBO: management by objectives: a goal- setting program based on interaction and
negotiation between employees and manage.
24. Goal setting: the process of establishing desired that guide and direct behavior
25. SMART: stands for specific, measurable, attainable, realistic and time-bound. Five
commonly accepted characteristics of effective goals are specific challenging,
measurable, time-bound and prioritized.
26. 360 feedbacks: a process of self-evaluation and evaluations by a manager, peer, direct
report and customers.
27. Mentoring: a work relationship that encourages development and career enhancement
for people moving through the career cycle.
28. Stress: The unconscious preparation to fight or flee that a person experiences when
faced with any demand.
29. Type A Behavior: a complex of personality and behavior characteristics, including
competitiveness time urgency, social status in security, aggression hostility, and a
quest achievements.
Section for II: short answer
Outline and discuss five personality traits
Extraversion (tap the) the person is gregarious, assertive, and sociable
_ Gregarious: song thanh tap the
_ assertive: xac nhan, qua quyet
_ sociable: degan, chan hoa, thoai mai.
Agreeableness : the person is cooperative, warm, and agreeable
_ lam viec chung voi nhau.
Conscientiousness: the person is hardworking, organized, and dependable
_ hardworking: lam viec cham chi
_ dependable: co the dua vao, dang tin cay
_ organized: ngan nap
Emotional stability: the person is calm, self-confident, and cool
Openness to experience: the person is creative, curious, and cultured.
_ curious: to mo
Trait theory: the personality theory that states that in order to understand individual, we must break
down behavior patterns into a series of observable traits.
Identify five guidelines for the development of employee goals
SMART stands for Specific, Measurable, Attainable, Realistic, and Time-bound. Five commonly
accepted characteristics of effective goals are specific, challenging, measurable, time-bound, and
prioritized.
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Specific and challenging goals serve to cue or focus the persons attention on exactly
what is to be accomplished and to arouse the person to peak performance.
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Measurable, quantitative goals are useful as a basis for feedback about goal progress.
Qualitative goals are also valuable. A qualitative goal might be to improve
relationships with customer.
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Time-bound goals enhance measurability. The time limit may be implicit in the goal,
or it may need to be made explicit.
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The priority ordering of goals allows for effective decision making about resource
allocation. Priority helps direct a persons effort and behavior.
Outline and discuss Maslows hierarchy of needs
He focused his theoretical attention on specifying peoples internal needs. Maslow labeled the five
hierarchical categories as physiological needs, safety and security needs, love (social) needs, esteem
needs, and the need for self- actualization. As one level of need is met, a person progresses to the next
higher level of need as a source of motivation
What are the functions of a manager? Relate these to your organization.
Five basic functions: planning, organizing, Staffing, directing, controlling.
Planning set up exactly how to achieve a particular goal.
For example: The manager need s to decide which steps are necessary to achieve the goal. She/he
then has to make and follow a plan to attain the companys objective.
Organizing is establishing the internal organization structure of the organization. The focus is on
division, co-ordination, and control of tasks and the flow of information within the organization.
For example: The manager divides employees into small groups and assigns each group a specific
task.
Staffing: is filling and keeping filled with qualified people all positions in the business. He may
decide to keep up his staffing by selecting, training and developing employees.
For example: The manager has to train new or inexperienced employees.
Directing: is influencing peoples behavior through motivation, communication, group directing
dynamics, leadership and discipline.
For example: The manager gives orders to subordinates in order to guide them to complete the
mission.
Controlling is establish performance standards based on the firms objectives, measuring and
reporting actual performance, and taking correcting or perverting action as necessary.
For example: when there is something wrong with the plan, the manager has to take corrective
action to fix it.